浅谈工程量清单计价的应用

随着《建设工程工程量清单计价规范》(GB50500-2008)在全国范围内的实施,工程量清单计价方式在国内工程建设中得到广泛应用。工程量清单计价模式是真正和市场经济体制相适应的一种投标报价模式,也是未来发展的必然趋势。本文从工程量清单编制、工程量清单计价以及其在江铜工程建设中的应用等问题进行了探讨。     

现阶段施工企业清单计价存在问题的探讨

由定额计价模式到工程量清单计价模式是我国建设工程造价管理工作与国际接轨的重大改革。相对于政府定价的定额模式 ,工程量清单计价模式促进我国建筑施工企业早日适应国际规则。现阶段工程量清单计价的推行还有一些困难 :施工企业在对待工程量清单计价模式的认识上还需提高 ,企业还缺乏自主报价的能力 ,存在施工组织与清单计价脱节等问题     

工程量清单计价在冶金项目建设中的应用与思考

论述了传统的计价模式与工程量清单计价在计价性质、形成方式、招投标形式的区别，并根据冶金项目特点阐述了冶金项目分部分项工程量清单、措施项目清单及其它项目清单的编制应用，并结合实际工作提出在工程量清单计价中应注意的问题和解决方法。     

《工程量清单计价规范》在工程造价中的应用

<建设工程量清单计价规范>作为国家标准的颁布实施,标志着我国工程造价管理体制的改革进入了一个新的阶段.本文根据个人学习<工程量清单计价规范>的心得体会,对工程量清单计价模式与传统定额模式进行了比较,指出了工程量清单计价模式下的招投标制度的优越性,并提出了实行工程量清单招投标过程中的一些急需解决的问题.     

浅谈工程量清单报价

阐述了工程量清单报价的优缺点,说明工程量清单报价是一种将现行预算定额为基础的静态计价模式变为将各因素考虑在单价中的动态计价模式,是一种全新的计价模式.分析了现行招投标方法存在的问题,肯定了工程量清单报价已是大势所趋.     

关于采用工程量清单计价模式有效加强工程造价管理的探讨

论述了采用工程量清单计价模式的市场背景及必要性。与传统的定额计价模式进行了比较，并对采用工程量清单计价模式有效加强工程造价管理进行了探讨。     

对推行工程量清单计价的认识

《建设工程工程量清单计价规范》的推行是工程造价与国际接轨的必然，是工程造价对计划经济模式下定额计价的一次革命。深入学习《建设工程工程量清单计价规范》、加强企业定额建设是推行工程量清单计价应该解决的实质性问题。     

对推行工程量清单计价的认识

《建设工程工程量清单计价规范》的推行是工程造价与国际接轨的必然，是工程造价对计划经济模式下定额计价的一次革命。深入学习《建设工程工程量清单计价规范》，加强企业定额建设是推行工程量清单计价应该解决的实质性问题。     

浅议工程量清单计价模式与施工企业对策

对工程量清单计价模式的定义和作用进行了明确和认定,与传统的定额预算计价模式进行了比较分析,指出了两者之间的异同点,分析了工程量清单计价模式对施工企业产生的影响和意义,对施工企业为适应计价模式的变化提出了几点建议和对策。     

探讨工程量清单模式下的招标工作

工程量清单计价方式招标是国际上普遍使用的通行做法,具有广泛的适应性、科学性和实用性。国际通行的工程合同文本、工程管理模式等与工程量清单招标也都是相配套的。文章主要论述了建设工程工程量清单计价模式的特点及其必要性,并介绍了其工作方法。     

Risk Assessment Model of Tendering for Chinese Building Projects

This paper presents a risk assessment model for tendering of Chinese building projects on the basis of identification and evaluation of the major risk events in the Chinese construction market, investigations and interviews from which the factors inducing the risk events were determined, questionnaires on building projects within China’s borders, and the logistic regression method. The findings show that, to a certain extent, the risk of tendering for projects and the risk of a contracted project can be assessed through analysis of factors such as owner type, source of project financing, existence or lack of past cooperation between contractors and owners, the intensity of competition for tendering, the reasonableness of the bid price, and the degree of support from the contracting company to its projects. The model can serve as a supplementary tool for Chinese contractors in making decisions for project tendering within Chinese borders. At the same time, it is of reference significance for international contractors, enabling them to further understand the risks in the contract market for Chinese building projects.     

SIM-UTILITY: Model for Project Ceiling Price Determination

Before considering bids submitted by competing contractors for a public procurement project, the owner should determine a project ceiling price or cost estimate to use as a reference point for evaluating the bids. A high ceiling price conflicts with the owner’s interests in minimizing costs. Meanwhile, a low ceiling price can jeopardize the project if all bids exceed the ceiling price. This paper proposes a model for determining a reasonable project ceiling price. The model, called SIM-UTILITY, is based on a utility theory and facilitated by a cost simulation approach. The utility theory is applied to reflect the owner’s preferences regarding the determination criteria, while the simulation approach is used to generate more objective project cost data to support execution of the utility theory. The advantages of SIM-UTILITY are proven by its successful application to three construction projects in Taiwan. A computerized SIM-UTILITY is expected to be broadly applicable to public construction projects in Taiwan.     

垃圾发电BOT项目处理费调价公式的确定

垃圾发电BOT项目中,人们对垃圾处理费用不应一成不变已有共识,但在项目投资及众多外部条件发生变化时,如何调整垃圾处理费,如何建立合理的调价模型尚没有规范的做法。本文建立了BOT模式下垃圾处理费定价模型,分析了垃圾处理费的影响因素,建立了垃圾处理费的调价公式。     

铜精矿定价分析

对于产品为铜精矿的项目来说,采用不同的定价模式来确定产品价格是影响项目收益的重要因素之一。目前国内国际上主要采用利用计价系数及利用电铜价格扣除冶炼费用来为铜精矿定价,其主观因素影响较大。认为用市场的成交价格来衡量铜精矿的价格更为合理。     

Case Study: Izmit Domestic and Industrial Water Supply Build–Operate–Transfer Project

The “build, operate, and transfer model” (BOT) is a financing model, which is used in many developing countries to finance new infrastructure projects with private sector participation. The BOT method foresees the financing, designing, building, operating, and managing of the facility by the private sector and then its transfer free of charge, to the owner after a predetermined concession period. For interested parties, the history of BOT laws and projects in Turkey is presented as an Appendix. In this study, the Izmit Domestic and Industrial Water Supply Project, the biggest privately financed water supply project procured under the BOT model in the world at the time and the first in Turkey will be introduced and the problems that arose during the implementation of the project, namely, the scope of the project, equity debt ratio, return on equity, principles of accounting, coordination of State departments, land access, determination of the optimum operation period, and the sale price of the water, will be presented and suggestions will be given on how to deal with these problems.     

Methodology for Determining Price Variation in Project Execution

The problem of cost overrun, especially in the construction industry, is a worldwide phenomenon, and its ripples are normally a source of friction between clients and contractors on the issue of price variation. If this friction is not properly handled, this could stall the progress of work and may subsequently lead to project abandonment. Although the causes of project cost overrun are well known, the methodology used in handling its evaluation, especially on those aspects relating to price variation, is very inadequate. This research is aimed at developing a suitable model for the evaluation of cost overrun during project execution, focusing primarily on cost effect with respect to the extent of work done, payment schedule, and government fiscal∕monetary policies. Based mainly on discounted cash flow of the expected income compared with the actual payment at various time periods with inflationary rate as the discounting factor, this model has been used successfully in evaluating price variations of two state-owned projects—the grain silo at Okigwe and the soybean milk factory at Ubakala in Umuahia, both in Nigeria. The model has also proved useful at conflict resolution (between the contractors and clients) arising from price variation claims by many Nigerian contracting firms and has the potential of adaptability in other parts of the world.     

Cumulative Effect of Project Changes for Electrical and Mechanical Construction

Change is inevitable on construction projects, primarily because of the uniqueness of each project and the limited resources of time and money that can be spent on planning, executing, and delivering the project. Change clauses, which authorize the owner to alter work performed by the contractor, are included in most construction contracts and provide a mechanism for equitable adjustment to the contract price and duration. Even so, owners and contractors do not always agree on the adjusted contract price or the time it will take to incorporate the change. What is needed is a method to quantify the impact that the adjustments required by the change will have on the changed and unchanged work. Owners and our legal system recognize that contractors have a right to an adjustment in contract price for owner changes, including the cost associated with materials, labor, lost profit, and increased overhead due to changes. However, the actions of a contractor can impact a project just as easily as those of an owner. A more complex issue is that of determining the cumulative impact that single or multiple change orders may have over the life of a project. This paper presents a method to quantify the cumulative impact on labor productivity for mechanical and electrical construction resulting from changes in the project. Statistical hypothesis testing and correlation analysis were made to identify factors that affect productivity loss resulting from change orders. A multiple regression model was developed to estimate the cumulative impact of change orders. The model includes six significant factors, namely: Percent change, change order processing time, overmanning, percentage of time the project manager spent on the project, percentage of the changes initiated by the owner, and whether the contractor tracks productivity or not. Sensitivity analysis was performed on the model to study the impact of one factor on the productivity loss (%delta). The model can be used proactively to determine the impacts that management decisions will have on the overall project productivity. They may also be used at the conclusion of the project as a dispute resolution tool. It should be noted that every project is unique, so these tools need to be applied with caution.     

Model for Quantifying the Impact of Change Orders on Project Cost for U.S. Roadwork Construction

Change orders are very common in almost every construction project nowadays, often resulting in increases of 5–10% in the contract price. Understanding the consequences of such trends, several studies have attempted to quantify the impact of change orders on the project cost. Most of the studies aimed at the quantification of the change orders were sponsored by contractors’ organizations, where statistical models used to quantify the impact of the change orders on the project cost were based on data supplied by the contractors; a situation that can lead to owner-contractor disagreements related to the quantification method used. In addition, most of the studies tackled commercial and electromechanical work, and very rare studies tackled the field of heavy construction; a field that suffers from change orders because of errors and omissions, scope of work changes, or changes because of unforeseen conditions. This study addresses the need for a statistical model to quantify the increase of the contract price due to change orders in heavy construction projects in Florida. The model is based on data collected from 16 Florida DOT projects with contract values that ranged between $10–$25 million, and that encountered an increase in the contract price from 0.01 to 15%. Eleven variables were analyzed to test their impact on the cost of the change orders. The study concluded that most significant variables that impact the value of the change order, which are (1) the timing of the change order and (2) when the reason for issuing the change order is unforeseen conditions. Two regression models are developed and validated as follows: (1) a model to quantify the percentage increase in the contract price due to the change orders that increase the contract price from 0.01 to 5% and (2) a model to quantify the percentage increase in the contract price due to the change orders that increase the contract price from 5 to 15%. Those models will provide the owner with a retrospective or forward pricing of the change orders, and hence, allow the owner to estimate and utilize contingency amounts.     

论工程项目建设的合同管理

工程项目的建设周期长,生产要素价格变化频繁,使得工程造价复杂可变。对工程造价的控制与管理贯穿于工程建设的全过程：包括立项决策阶段、设计阶段、工程招标及承发包工程阶段、施工阶段、竣工验收阶段、结算价段和财务决算价段,其中后五个价段均与施工合同有关,所以要做好工程造价控制工作,就必须加强施工合同的管理。     

Prepayment Ability to Offset Inflation

A model is presented to highlight actions that both owners and contractors, who do construction overseas, need to take in order to obtain costeffective construction projects. The model delineates a clear relationship between inflation, price escalation, time‐lag, prepayment, and the effects of price escalation on the value of the project. To simplify that relationship, the model concentrates inflation, price escalation, time‐lag, and profits into one term, the project's net present value. The analysis reveals three major points. First, the prepayment can be viewed and quantified as an additional markup whose benefits should be shared with the owner. Second, there is, indeed, an equilibrium point that defines the extent to which the prepayment accounts for inflation coverage, and thus no price escalation is needed. Finally, price escalation clauses in countries having high levels of inflation do not encourage prudence in spending. On the contrary, price escalation clauses encourage price escalation.